Order 1278427: Business Paper

Order 1278427: Business Paper

  • Type of paperAssignment
  • SubjectManagement
  • Number of pages2
  • Format of citationAPA
  • Number of cited resources3
  • Type of serviceWriting

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Using the resources provided, plus any others you may find, develop a performance assessment process that aligns with the organizational goals and values of your non-profit organization. You must show how it aligns with the organization’s goals/values. Provide details as to the tools, methods, feedback and time lines that will be used. Basically, your plan should be immediately usable in a similar non-profit organization.


Background on my business


Underdogs United is a Florida non-profit (501)(c)(3) charity based animal welfare organization that dedicates their services to saving dogs from overpopulated shelters and giving them a new purpose in life. Underdogs United primary focus is to rescue shelter dogs and transform them into specially trained and life changing assistance animals for a wide spectrum of different people. Private donations, fundraising/charity events, sponsorship’s, adoption fees, and non-profit funded grants currently provide operating funds. Of the dogs we rescue, not all will become fully-trained service or therapy dogs. The remaining dogs are placed into our adoption program in order to quickly find them a suitable loving home and continue making space for more rescue dogs. Our clients include adults and children with developmental disabilities, active duty military personnel and veterans, law enforcement and fire department agencies, and other adults. 
















Evaluation Strategy The Evaluation Program An organization can be temporarily successful with only skilled employees and great ideas; however, there are certain factors that take temporary success and extend it into a lasting, fruitful product. One of those factors is a well thought out Employee Evaluation Program. How well an organization can evaluate their team members’ performance and effectively communicate that evaluation to the lowest level will assist in elevating that company’s output and subsequently growing the individual along the way. There are four traits imperative to an evaluation process in order for the program to maximize efficiency and success. First, your evaluation program must be consistent. This means that all of your team members are evaluated off of the same rubric or evaluation criteria. There will of course be varying expectations for different billets within your organization, but the major areas of evaluation must remain the same across the board. This will allow your intent to be organized, easy to understand, and create a sense of fairness among your team. Next, your evaluation program needs to be transparent. This transparency actually begins prior to any evaluation occurring. Every employee needs to be fully aware and professionally briefed on not only the organization’s grading criteria but also what is specifically expected of them. These expectations are all-inclusive ranging from character attributes to actual work performance. Once this type of communication and counseling program is established, the transparency of the evaluation becomes natural. If the individual is fully aware of the company’s expectations, there should be no surprises when their performance is simply juxtaposed against your previously established criteria. Also, the evaluation program must be constant. In order to maximize efficiency and safeguard against potential shortfalls becoming exponentially worse, your program must be implemented in an intentional and constant manner. An individual, at any level within the organization, should never go more than 90 days without their performance being officially reviewed and then communicated to them in a formal setting. Lastly, the organization’s evaluation program has to be rooted in complete, professional honesty. The objective of this program is growth, and your team members must be mature enough to accept professional criticism just as well as they accept positive feedback. Erroneously communicating that somebody is performing at a level greater than they actually are is only going to perpetuate the situation and stifle the individual’s growth—leaving them always short of their true potential. This is a leadership failure at the evaluator’s level and should never be accepted from upper level leadership within the organization. The Evaluation Process The Employee Evaluation Process itself needs to be intentionally administered by the leadership of an organization. To begin, there is a time and place for casual performance evaluation, perhaps on a more frequent basis by peers and direct supervisors alike. This part of the evaluation process serves as a counseling tool, offering immediate feedback on both positive and negative performance. This counseling should be documented in an individual’s record jacket, but only officially used to guide future conversation and serve as substantiating documentation during a 90-day evaluation. These more frequent counseling sessions can be done in an impromptu manner, but professionalism should never be sacrificed for timeliness. This means that a counseling session is not an office scolding that degrades an employee. This situation will only put up figurative barriers within your organization and your team members’ trust and confidence will slowly begin to decline. Beyond these counseling sessions, there needs to be a scheduled, well communicated official evaluation that takes place on the consistent basis discussed above. This evaluation is much more thorough and addresses the individual’s performance against every area of your predetermined criteria. These meetings should be scheduled well in advance as to allow proper preparation by both the evaluator and the evaluated employee. The session should be structured and professional and allow for effective communication from all parties involved; however, the evaluation itself is not debatable in nature. This program is used to assess performance, not surprise anybody. This is why it is vital that this program remain consistent, transparent, and constant. The Evaluation Documentation If performance is not documented, than it never officially happened. While a general evaluation is continuously built, based on an individual’s day-to-day performance, specific examples of both positive and negative performance need to be documented when they actually occur. This will give an evaluator the ability to review an employee’s professional profile in order to build an accurate understanding of who they are for the company. In order to achieve this, examples of exceptional performance on either end of the spectrum must be written down and communicated to the individual. This will continue to build that evaluation profile and also give instant feedback to the team member. These counseling sessions will therefore be documented on paper, communicated in an impromptu meeting, and subsequently filed in an individual’s record for future consideration. An official evaluation has to occur at least every 90 days. This scheduled meeting will allow employees to see where they are excelling and also where they have room for improvement. Criteria to be evaluated will be: Technical Performance, Initiative, Dependability, and Judgement. These areas can be subjective in nature, but a standard 1-5 grading scale will be consistently applied with as much cohesion amongst evaluators as possible. Each criterion will be graded with supporting comments or references to past counseling to alleviate inconsistency from different evaluators over time. These 90 day evaluations will be crucial for a team member as the organization faces structural changes in the future. When opportunities for advancement arise or employee cuts need to be made, leadership will have excellent tools available in order to make informed decisions on the direction they want to take the company.